Community Relationships Review
"Our relationships with local communities around the globe are complex and dynamic. We know that the relationships we build are fundamental to the success of our business. They require humility, mutual respect, a willingness to listen, and a commitment to each other's future success."
— Richard O'Brien, President and Chief Executive Officer
Newmont's vision is to be the most valued and respected mining company through industry-leading performance. A core value that will help us to achieve that vision is to demonstrate leadership in safety, stewardship of the environment and social responsibility. We know that support from the communities in which we operate is essential to the long-term success of our company. Throughout the mine life cycle, from the earliest exploration activity through to mine closure, we strive to engage and consult with communities and governments that host our operations with respect and transparency.
On April 24, 2007, nearly 92 percent of Newmont stockholders, supported by a recommendation from the Newmont Board of Directors, voted in favor of a resolution committing the company to conduct a global review and evaluation of Newmont's policies and practices relating to the existing and future relationships with local communities, including aspects of potential conflict and opposition.
The Environmental and Social Responsibility Committee of the Board of Directors developed and implemented a plan of work to respond to the resolution. An independent Working Group was established to shape and implement the scope, methodology and direction of the "Community Relationships Review" (CRR), guided by an independent Advisory Panel of leading global sustainability experts and advocates. The findings of the CRR showed that Newmont must:
In the 2010 report, we have added a new focus to pages in the Community section. On many of these pages, we dedicate a section to "Enacting Lessons from the Community Relationships Review," in which we provide details on how the CRR influences our engagement with stakeholders on various issues.
We also welcome your feedback or questions about this process, or the reports themselves, and hope that you will contact us.
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— Richard O'Brien, President and Chief Executive Officer
Newmont's vision is to be the most valued and respected mining company through industry-leading performance. A core value that will help us to achieve that vision is to demonstrate leadership in safety, stewardship of the environment and social responsibility. We know that support from the communities in which we operate is essential to the long-term success of our company. Throughout the mine life cycle, from the earliest exploration activity through to mine closure, we strive to engage and consult with communities and governments that host our operations with respect and transparency.
On April 24, 2007, nearly 92 percent of Newmont stockholders, supported by a recommendation from the Newmont Board of Directors, voted in favor of a resolution committing the company to conduct a global review and evaluation of Newmont's policies and practices relating to the existing and future relationships with local communities, including aspects of potential conflict and opposition.
The Environmental and Social Responsibility Committee of the Board of Directors developed and implemented a plan of work to respond to the resolution. An independent Working Group was established to shape and implement the scope, methodology and direction of the "Community Relationships Review" (CRR), guided by an independent Advisory Panel of leading global sustainability experts and advocates. The findings of the CRR showed that Newmont must:
- Improve its engagement with local communities;
- Build its capacity to resolve conflict and address grievances; and,
- Develop global policies, standards and programs that better guide its behaviors.
- Interviews with more than 250 local community members, non-governmental organizations and other external stakeholders;
- Examination of company policies, standards, procedures, and training programs;
- Interviews with more than 100 company personnel at the site, regional and corporate levels; and,
- Country-level analyses of relationship contexts.
In the 2010 report, we have added a new focus to pages in the Community section. On many of these pages, we dedicate a section to "Enacting Lessons from the Community Relationships Review," in which we provide details on how the CRR influences our engagement with stakeholders on various issues.
We also welcome your feedback or questions about this process, or the reports themselves, and hope that you will contact us.
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